The Role of the Assessor and Assessor Training MOHAMMAD AMINUL ISLAM 1
4Case Study 1
Company Profile Name: Bangladesh Skill Development Institute
Type: Educational Organization (Private) Location: Bangladesh
Employees : 50Position
Instructor and Web Developer
Assessment: 1. Written Test
Presentation Interview
5Case Study 2
Company Profile Name : IVS Technology Gmbh
Type: Medical Software ( Patient History)(Private)
Location: Germany Employees: 30
Position : Working StudentAssessment:
1. Interview
6Case Study 3
Name: Bangladesh Army (Public) Location: Bangladesh
Position: Second Lieutenant Assessment: 1. Medical Test
2. ISSB (Inter Service Selection Board)3 days
High jump, Long Jump, Racing, Obserbation, presentation,
Group work ( Without leader and with leader)
7Case Study 4
Name : Facebook
Position: Software Developer
Assessment :1. He was first in inter math competition
2. He was first in Inter programming competition
3. He did well in inter university Programming competition in USA
8Case study Outcomes
Assessment depends on Job requirementPublic Organization´s assessment are formalPrivate Organization´s assessment may be
formal but most of the time informal.Assessment always multidimensional
Assessment have some key dimension
10Dimensions
CommunicationConsideration and awareness of othersDriveInfluencing othersOrganizing and PlanningProblem Solving
13Process
Feedback
Individual process
Exercises
Classify Dimension
Report to Group
Scale Behavior: Exercise
Assessor Discussion
Prepare Report
Record: Notes
Statistical Integration
or
or Group Process
Fig: Observation and Recording Process
14Briefing Exercise
Oral Communication Leadership
-Had poor eye contact -Failed cooperation
-Looked down at talk -Started alone
+Clear objectives
15Scaling Behaviors
1.Oral Communication 2.Leadership
-Had poor eye contact -Failed cooperation
-Looked down at talk -Started alone
+Clear objectives +Appreciate others idea
1. Oral Communication : 12. Leadership : 1
Checklist
16Final Dimension Rating
Dimensions Assessor A
Assessor B Assessor C Rating
Leadership 4 4 4 4
DecisionMaking
2 2 3 2
Oral Communication
2 3 2 2
Planning & Organization
2 2 4 2
Fig: Preliminary and Final Overall Dimension Rating
17Judgment
Enough time for observation and notes
Give rating soon, not depent on longer momory
Dimentions performance clearly defined
19Assessor Training Types
Behavior -Driven also known as process trainingSchema -Driven also known as Frame of Reference Training
20Behavior -Driven
Most Classic form of Assessor Training Mostly use by the organization How to Observe, record, classify and rate Assessment stage Assessment sequence Common error Simulation Practice and practice
21Schema -Driven
Without schema, assessment lost its goal Target job – Assessment design Degree of the proficiency Trained from a common schema Practice
22Which training is Best?
Process Training
• Bottom –up approach
• Start by observing behavior , process
sequentialy and evalute them
Frame of Reference
Top – down approach
Start with the performance schema and scan the arry
of behavior
23Group Assessors Assessment process
Judgment Integration methodAssessors discuss their observation on behavior then rate to be
given
Statistical Integration methodRate given by individual assessor on each exercise then combined
24Method Of Integration
Purely JudgmentModified JudgmentHybrid MethodModified StatisticalPurely Statistical
25Purely Judgment
One or more assessor observe, record, and classify
Assessors meet and share Feedback given
26Modified Judgment
Single assessor observe, record and classify
Assessor meet and shareAssessor give individual ratingAssessor discuss and give final
rating
27Purely Statistical
Two or more assessor observe, record, rate
There is no discussionRating will be average
28Modified Statistical
Two or more assessor observe, record, and rate on exercise
If the rating not more than one point apart then record consider as a final
No discussionRating will be average
29Compare
Method Advantage Disadvantage
Statistical Takes less time
Supported by some evidance
Large sample needed for stable weight
Judgment Address each candidated strength and weakness
Takes more time
Supported by some evidance
Subject to the biased by other assessor
36References
Personnel Selection by Mark Cook, Chapter 10
Assessment Center for Human Research Management, Chapter 7 and 8